We discussed the main tensions between both organizations and gave presentations on the most crucial ones. We then worked with teams of senior participants to frame these tensions as a series of principal dilemmas: On the one hand we want more of and/or to keep the following values and behaviors of our current organization: On the other hand we need to develop the following values and behaviors for supporting our envisioned future and core values: On the one hand On the other hand 1. we need to commit to integrity 1. we need to be effective in all cultures in which we work 2. we need to work in teams 2. we need to exchange information across teams in other divisions 3. we need to be entrepreneurial 3. we need to develop economies of scale 4. we need to be able to dissent 4. we need to be loyal to our organization 5. we need to develop solid products and services 5. we need to be driven by the needs of the clients Through looking at the tensions developed through the core values of both organizations we had captured at least five of the key strate - gic dilemmas the organization as a whole was facing. Our next step in supporting this client was to conceptualize a renewed mission statement and set of core values. Our dilemma reconciliation meth - odology resulted in the following set of integrated values. 144 BUSINESS ACROSS CULTURES We want less of: • disorganization and lack of consistency in policies • not knowing what colleagues are doing • hero type of behavior 1. Integrity through knowledge and respect for other cultures 2. Professionalism through client needs 3. Teamwork through exchanging information across businesses 4. Dissenting views through being loyal to the organization 5. Entrepreneurialism through developing the efficiency and effectiveness of the organization Example: current corporate culture: Family; ideal corporate cul- ture: Incubator In a family-owned Spanish department store, we found our method- ology very effective in helping reconcile the dilemmas between retaining the existing Family culture and supporting individual freedom so that neither the respect for traditional values nor the loy- alty of the 700 staff were lost. 145 CORPORATE CULTURE Reinventing a department store In 1972 Juan Valdez opened his first department store in Barce- lona. His customers consisted of the elite of Barcelona in search of the latest quality gifts. Juan traveled twice a year to the USA in order to develop new ideas in this very quickly changing and innovative market sector. These trips were followed by two trips to Asia where he found relatively cheap manufactur - ers who could produce the many articles he wanted to launch in Spain. Sometimes he combined his manufacturing efforts – ranging from natural stone gadgets to silk scarves – with the dominant department stores in Europe such as Galleries Lafay - ette. 146 BUSINESS ACROSS CULTURES Within five years six new department stores were opened in major Spanish cities. Juan’s creative mind found very good outlets in the variety of stores, and economies of scale resulted in solid profits. In the late eighties the major stores in Barce - lona, Madrid, Valencia and Seville were managed by his wife and three of his sons. The twenty smaller outlets were man - aged by the best sales people from the four largest stores, with at least five years of experience. Within 20 years Juan had built an empire of 700 people and six large department stores that included products like fragrances, men’s and women’s gifts and the latest fashion items in a variety of fields, including clothes. The 15 smaller outlets were focused on the original gift market. Juan, his eldest son Junior, and his wife Maria made up the management team. Juan was responsible for purchasing, Junior was CFO and Maria was responsible for sales. They were known as “the golden trio” in the Barcelona jet set – until Juan was killed in a plane crash while on business in Asia. The new management team was extended with Juan and Maria’s two youngest sons. Although the shops were still very profitable they were increasingly coming under serious com - petition from the larger department stores in Spain and lost market share quite quickly. With the passing away of the cre - ative and egalitarian Juan, more and more politics was introduced by the family. Although they were very good to their staff, and lifetime employment had been the rule, more turnover of staff resulted. Exit interviews all pointed to the lack of perceived new challenges and products and to the increas - ingly patriarchal attitude of the management team. Junior was concerned with this feedback and asked us to look at the situa - tion. Our analysis revealed a sound but deteriorating financial structure. Managers at the level of the department stores were stretched since they were held responsible for all activities except purchasing, which was traditionally done centrally. They felt limited in their autonomy because “Barcelona” was pulling the strings despite regional differences in taste. Moreover, consistent complaints were voiced about the lack of visibility of the Valdez family. In contrast with their father, it seemed the sons were watching computers more than people. Everyone agreed that the main problem was one deriv - ing from issues of corporate culture. Again we followed our approach of eliciting dilemmas from our web-based tools. We asked participants to list the positives and neg - atives for both current and ideal organizational cultures. It was quite clear that they had a balanced view for both organizational typologies. 147 CORPORATE CULTURE He told us about his personal worries. “I think our organiza - tion is going through a cultural crisis after my father’s fatal accident. Our turnover and profitability in business is quite OK, although we are losing market share. Turnover of person - nel worries me, since we think we know the reason. Our family traditions have brought us great fortune with the combination of people’s loyalty and my father’s refreshing views and prod - ucts. He brought in the new ideas and our people could sell them as a natural thing. Now we seem to just ride on the waves of tradition, but in this business we need renewal. Can you help us?” Family Incubator positive negative positive negative loyalty slow decisions fast decisions lack of long-term commitment lifetime employment autocracy autonomy neurotic knowing people centralized risk-taking carelessness long-term vision “old boy” network visible leadership broad knowledge With our help, they formulated the following dilemmas: On the one hand… On the other hand… 1. we have an organization where we can trust the management 1. we are not given enough autonomy to make decisions quickly 2. management is educated broadly and have an overview of the business 2. we are in a type of business where we need to react quickly to the client’s specialized and segmented needs 3. seniority is rewarded 3. we need people who want to take risks 4. we need to be innovative in our product choice 4. we need to be consistent in our image One area was related to leadership style. On the one hand leaders were seen as visionary long-term thinkers, but detached. On the other hand, the product range and this type of business asked for quick decisions and a hands-on type of leader. Again, these types of dilemmas are best reconciled under the servant leader model. The main business dilemma was the need for autonomy and spe - cialisation around the variety of businesses and the need for synergy between them. This type of department store asked for innovative and trend-setting behavior in their broad product portfolio, ranging from gifts, fragrances, fashion, shoes, and other fashionable accesso - 148 BUSINESS ACROSS CULTURES ries. They felt that the dominating Family culture had many great characteristics, but it was not supporting a “quick-on-the-feet,” risk-taking attitude so crucial for the innovating part of the business. Furthermore, it was felt that the loyal clientele was very much attracted to the elite name of the department stores but then went on to buy the things they had seen in the smaller, more specialized shops that surrounded most Valdez dynasty department stores. What was the origin of this? The Family tradition had created department stores that attracted many people. However, increas - ingly these were used as “museums” where people were inspired to actually buy the products in smaller shops carrying particular brand names like Giorgio Armani, Krups, Ferrari, etc. In fact this sparked off an idea from the group to combine the strengths of both Family and Incubator culture: the development of a “shop in a shop” con- cept. The department store was reshaped into many small shops each responsible for a brand. The company was reorganised into profit centers around the “fami- lies of incubators.” After two years Valdez was voted the department store of the year in Spain. This was only possible because much attention had been given to the individual behavior of the managers. Example: current corporate culture: Incubator; ideal corporate culture: Guided Missile The continuous growth of a young and innovative company often means that an Incubator culture has tensions leading to the need for a Guided Missile component. We have found it in companies that sponsored their own growth like Apple Computer. But we often encounter this tension when a smaller entrepreneurial firm is taken over by a larger company. We have often seen this happen in larger firms that try to “buy their innovations” by acquiring small creative 149 CORPORATE CULTURE businesses, making their owners financially independent in the pro - cess. Once again a major dilemma concerns leadership issues. In the Incu - bator, the authority of others is more or less denied, or it was at least based on the creativity of its leaders’ minds. The power of learning 150 BUSINESS ACROSS CULTURES Managing integration Barry Haskell wondered whether he had done the right thing two years ago. He became frustrated with managing profes - sionals while earning the bulk of the money for the consulting firm that he set up some 10 years before. His colleagues were professional in almost everything, including complaining about their salaries. When Barry’s organization grew to over 20 people he felt he needed assistance. In his niche international consulting business, he found that he lacked the international network as well as enough consultants and the knowledge to do the implementation. So he went to one of the big five con- sulting firms and sold his company. Although he negotiated fiercely for independence, after two years he felt he had been gradually swallowed. Two of his best consultants resigned because they felt that “writing hours” had become more important than developing the field. Furthermore, the idea of working in a larger firm, driven by profitability, didn’t appeal to them. Barry faced many dilemmas in trying to achieve his goals of internationalization and reducing the burden of managing pro - fessionals. and innovation dominate the game here. In the Guided Missile authority is depersonalized. The power of the task dominates; the people writing most of the hours and contributing most to the finan - cial end result are respected most. The best way to reconcile these contrasting leadership styles is to make innovation and learning a prime criterion in the goals of the task-oriented managers. A second dilemma is concerned with the development of market ori - entation in the Guided Missile, while an Incubator culture is aimed more at the development of creative individuals and ideas, regard- less of whether there is a market for these. The bottom line is often not such an issue. One way of fulfilling the reconciliation is to make learning and innovation part of the task description to which one is firmly held. A third dilemma deals with the rewards individuals strive for. In the Incubator people try to develop themselves through creative experi- ments and learning from the results. Financial rewards are almost seen as a (monthly) insult. In the Guided Missile people tend to strive to get the job done. The market determines the price. Reconcil- iation is best achieved when managers describe their task in terms of clearly described innovation outputs for which they are rewarded. Following our logic and by now familiar methodology, all of the dilemmas were reconciled. The overarching dilemma is shown in Figure 4.5. The power of the approach described in this chapter is that it focuses not on transformation, not on change per se, not on throwing away the current situation. Our methodology is heavily biased towards eliciting the dilemmas inherent in the tensions between the need for different corporate cultures to coexist or shift, and then reconciling these dilemmas. What is ideal becomes the achievement of the rec - 151 CORPORATE CULTURE onciliation of seemingly opposed values, not simply seeking to force a change to some new, single corporate culture. 152 BUSINESS ACROSS CULTURES 10/1 You’re as good as your last invoice 1/10 You’re as good as your last novel idea Selectively investing in the application of the greatest ideas Developing up-to-date materials Increasing ROI 0 10 10 Figure 4.5 The profitability–innovation dilemma MANAGING CHANGE AND CONTINUITY ACROSS CULTURES Managing change and continuity across cultures CHAPTER 5 [...]... accurate “missiles.” A Family culture may be so comfortable, so nurturing that no one wishes to let go of this warm interior and go out on a limb 163 BUSINESS ACROSS CULTURES In short, extreme Incubators, Guided Missiles, Eiffel Towers and Families tend to lack the attributes of their contrasting cultures and to suffer through this lack If you cannot “let go” of informality or formality, equality or hierarchy,... previous chapter) for eliciting dilemmas that arise from organization cultural tensions is a proven framework for managing organization culture However, we must now emphasize that our philosophy for change management is not about trying to change an organization’s culture This is a contradiction in terms because cultures act to preserve themselves, to protect their own living existence Cultures have a... respects, we may fail to preserve key continuities and we could lose everything The reason for changing in certain respects is usually to avoid changing in other respects, to go on being creative, profitable, valu161 BUSINESS ACROSS CULTURES able to customers It follows that we cannot override the need for corporate cultures to preserve themselves We have to work with those key continuities We have to... the forces for change But under our Dilemma Theory approach, this is only a compromise solution It ignores that fact that increasing the force for change may increase people’s resistance, for example THE FUTILITY OF STATIC BUSINESS TRANSFORMATION We believe it is all too simple to begin to address these factors as either/or questions or as “what” or “why” questions because they ignore the tensions across. .. Eight Scenarios of Culture Change We will now consider eight of the most common ways that corporate cultures seek to change as evidenced by our current research Each 164 MANAGING CHANGE AND CONTINUITY ACROSS CULTURES of these ways is described using a scenario This scenario reconciles the reality of the corporation’s current culture with the idealization, and later realization of the culture to which... “How” questions place the effort on means where diagnosis is assumed or not even undertaken at all and therefore the ends sought are not considered To focus on ends requires the posing of “what” questions What are we trying to accomplish? And what needs to be changed? What are the critical success factors? What measures of performance are we trying to 159 BUSINESS ACROSS CULTURES achieve? Ends and means... themselves Cultures hostile to equality will hammer down the nail that stands up to participate or question authority, a trait to which the Japanese admit Cultures hostile to formalizing and thereby exploiting inventiveness will often deplore applied science and crafts, a trait which helps explain the high number of British inventions incubated but not followed through to world-class success Cultures. .. followed through to world-class success Cultures hostile to informality, to nerds and geeks, may fail to benefit from inter-disciplinary inventiveness, for a lack of which some Germans reproach themselves All in all, every quadrant of our corporate culture map draws for its sustenance on other quadrants To totally transform (as in business transformation processes such as BPR) from one quadrant to another... used for a long duration.” In the fix-the-people approach that links to House’s political perspective (also cited in Hord, 1999), the focus is on improving the knowledge and skills of employees, thus enabling 156 MANAGING CHANGE AND CONTINUITY ACROSS CULTURES them to perform their roles Fixing the organization addresses the transition from the current corporate culture to the ideal corporate culture. .. each other For example, a hierarchy is ideally the result of a contest among those given equal opportunities to succeed, in which some have outperformed others A formal system is created out of activities which were once informal, but proved so valuable that they were incorporated, formalized and repeated There are many reasons why companies might wish to change their profiles The Incubator culture may . thus enabling 156 BUSINESS ACROSS CULTURES them to perform their roles. Fixing the organization addresses the transition from the current corporate culture to the ideal corporate culture. It is. accesso - 148 BUSINESS ACROSS CULTURES ries. They felt that the dominating Family culture had many great characteristics, but it was not supporting a “quick-on-the-feet,” risk-taking attitude so crucial for. CULTURE onciliation of seemingly opposed values, not simply seeking to force a change to some new, single corporate culture. 152 BUSINESS ACROSS CULTURES 10/1 You’re as good as your last invoice 1/10 You’re